cstra 19022013 min at · 2020. 5. 11. · city strategy 9 19 february 2013 committee - financial...

CITY OF ARMADALE

MINUTES OF CITY STRATEGY COMMITTEE HELD IN THE COMMITTEE ROOM, ADMINISTRATION CENTRE, 7 ORCHARD AVENUE, ARMADALE ON TUESDAY, 19 FEBRUARY 2013 AT 7:05 PM. PRESENT: Cr M H Norman (Chair)

Cr R Butterfield Cr M Geary Deputy for Cr Shaw Cr J H Munn JP CMC Cr J A Stewart Cr C M Wielinga

Cr H A Zelones JP

APOLOGIES: Cr D M Shaw (Leave of Absence) OBSERVERS: Cr M S Northcott IN ATTENDANCE: ] Mr R S Tame Chief Executive Officer ] Mr A F Maxwell Executive Director Corporate Services 7.05pm – 9.10pm ] Mr I MacRae Executive Director Development Services ] Mr K Ketterer Executive Director Technical Services ] Mrs Y Coyne Executive Director Community Services ] Ms F Faranda Executive Manager Corporate Services

Mrs S D’Souza Executive Assistant to the CEO

7.05pm – 7.44pm Mr A Barnett Director City Projects 7.05pm – 9.10pm Mr G Scott Human Resource Manager 7.05pm - 9.00pm Mr G Giles Manager Community Infrastructure Planning 7.05pm – 7.44pm Mr R Davy Consultant – Conway Highbury P/L

PUBLIC: Nil “For details of Councillor Membership on this Committee, please refer to the City’s website – www.armadale.wa.gov.au/your council/councillors.”

CITY STRATEGY 2 19 FEBRUARY 2013 COMMITTEE COUNCIL MEETING 25 FEB 2013

DISCLAIMER The Disclaimer for protecting Councillors and staff from liability of information and advice given at Committee meetings was read. DECLARATION OF MEMBERS’ INTERESTS Nil QUESTION TIME Nil DEPUTATION Nil CONFIRMATION OF MINUTES RECOMMEND

Minutes of the City Strategy Committee Meeting held on 15 January 2013 be confirmed.

Moved Cr R Butterfield MOTION CARRIED (7/0) ITEMS REFERRED FROM INFORMATION BULLETIN - ISSUE NO.3/2013

The following items were referred via Issue No. 3/2013: Progress Report

Progress Report on Contingency, Operational & Strategic Projects Outstanding Matters & Information Items

Report on Outstanding Matters – City Strategy Committee Donations/Grants/Contributions Rates Report Common Seal Report No items were raised for further investigation or report. .

CONTENTS

CITY STRATEGY COMMITTEE

19 FEBRUARY 2013

1. FINANCIAL MANAGEMENT & PLANNING

1.1 LIST OF ACCOUNTS PAID - JANUARY 2013 ............................................................................. 7

1.2 MONTHLY STATEMENT OF FINANCIAL ACTIVITY - JANUARY 2013 ............................... 9

1.3 **REVIEW OF 2012-13 ANNUAL BUDGET .............................................................................. 11

2. STRATEGIC PLANNING

2.1 JULL STREET MALL ACTIVATION PROJECT ....................................................................... 15

3. GOVERNANCE & ADMINISTRATION

3.1 **2013 ORDINARY COUNCIL ELECTIONS ............................................................................. 22

3.2 LEASE - LEAKRIST PTY LTD - LOT 78 GROVELANDS DRIVE - WESTFIELD .................. 25

3.3 NEW POLICY - AUTHORITY TO SIGN DOCUMENTS ........................................................... 31

4. MISCELLANEOUS

4.1 AUSTRALIA/NEW ZEALAND CHIEF OFFICERS' GROUP MEETINGS 2013 ...................... 36

4.2 LOCAL GOVERNMENT MANAGERS' AUSTRALIA (LGMA) NATIONAL CONGRESS - HOBART - 19-22 MAY 2013 ................................................................................ 38

4.3 RECOGNITION OF EXCEPTIONAL SERVICE BY OFFICERS ............................................... 40

4.4 NATIONAL GROWTH AREAS ALLIANCE (NGAA) - NATIONAL FORUM 28 & 29 NOVEMBER 2012 AND CURRENT ADVOCACY ISSUES ................................................. 43

4.5 EXPANSION OF INDEPENDENT SCHOOLS IN ESTABLISHED AREAS ............................. 48

4.7 SALARY REVIEW - CHIEF EXECUTIVE OFFICER ................................................................. 51

4.6 PUBLIC CONSULTATION ON MASTER PLANNING PROCESS - RUSHTON PARK AND JOHN DUNN OVAL ................................................................................................. 49

4.8 **CONFIDENTIAL - GOVERNMENT OFFICE ACCOMMODATION.......................................4

5. COUNCILLORS’ ITEMS

NIL ............................................................................................................................................................ 50

6. CHIEF EXECUTIVE OFFICER’S REPORT

1 COMMUNICATION & CONSULTATION .................................................................................. 50 2 ECONOMIC DEVELOPMENT ..................................................................................................... 50

SUMMARY OF “A” ATTACHMENTS ...................................................................................................... 54

CITY STRATEGY 4 19 FEBRUARY 2013 COMMITTEE – Miscellaneous COUNCIL MEETING 25 FEB 2013

**4.8 - CONFIDENTIAL - GOVERNMENT OFFICE ACCOMMODATION

MEETING CLOSED TO PUBLIC Moved Cr Butterfield that the meeting be closed to members of the public as in accordance with Section 5.23(2) (c) of the Local Government Act: Discussion of this matter in an open meeting would on balance be contrary to the public interest because the matter relates to a contract entered into or which may be entered into by the City of Armadale. Motion Carried (7/0) Meeting declared closed at 7.10pm

WARD

: MINNAWARRA In Brief:

A confidential report is presented at Attachment B-1 to this Agenda. FILE No.

: M/94/13

DATE

: 14 February 2013

REF

: AB

RESPONSIBLE MANAGER

: Chief Executive Officer

Tabled Items

Nil Officer Interest Declaration

Nil Strategic Implications

2.2 A revitalised City of Armadale. 2.2.2 Plan and implement projects to revitalise the Armadale City Centre.

2.7 Assets and infrastructure managed over the long term to meet current and future needs. 2.7.3 Maintain effective liaison with other levels of government and regional bodies to ensure coordinated provision of regional infrastructure.

4.6 Financial sustainability and accountability for performance 4.6.2 Actively pursue alternative sources of revenue for Council’s assets and operations.

Legislation Implications

Local Government Act 1995 Section 3.57 – Tenders for providing goods or services Section 3.59 – Commercial enterprises by local governments – business plans for major

land transactions Section 5.23(2)(c) and (e)(ii) – meetings closed to the public when the meeting is dealing

with information that has a commercial value and/or a contract that may be entered into. Section 6.8 – Expenditure from municipal fund not included in annual budget. Local Government (Functions and General) Regulations 1996 Part 4, Division 2, r.21 – Limiting who can tender, procedure for.


Council Policy/Local Law Implications

Assessment of Policy/Local Law indicates that the following are applicable: • Council Policy ADM 2 – Property Lease Rentals • Council Policy ADM 19 – Procurement of Goods and Services • Council Policy FIN 4 – Investments

Budget/Financial Implications

For the financial implications relating to this item, please refer to the attached confidential financial analysis provided by Conway Highbury Pty Ltd.

ATTACHMENTS Confidential Report 16.1 Committee Discussion The Executive Director Corporate Services briefed Committee on:-

discussions held to date on this project negotiations with the agents following the councillor briefing held on 15 January

2013 and the financial analysis of this project necessitating an amendment to the 2012-13

Annual Budget. Committee were advised of a number of questions that had been submitted since distribution of the Agenda. Both the questions and officer’s response have been distributed under separate cover and attached to the Confidential Report. Following consideration of the report, questions from Committee and response by the City’s officers, Committee unanimously supported the recommendation. CS10/2/13 RECOMMEND

That Council:

1. Note the variations to the Offer to Lease previously provided under separate cover. An Agreement for Lease will be submitted for Council review and approval prior to entering into a formal contract.

2. Pursuant to section 6.8 of the Local Government Act 1995:

(i) authorise* the following expenditure:

Construction and fit-out of a new Office Building for Council and government accommodation purposes - $21,385,000


(ii) amend the 2012-2013 Annual Budget as follows so as to facilitate (i) above:

Expenditure

Increase Construction and fit-out of Office Building $21,385,000

Revenue

Increase Loan Borrowings $14,885,000

Increase Transfer from Future Projects Reserve Account

$6,500,000

3. Seek Expressions of Interest for the Design and Construction of a multi-storey office complex in the Armadale Civic Precinct.

4. Pursuant to section 5.42(1) of the Local Government Act 1995:

Delegate* authority to the CEO for short listing of suitably credentialed and experienced building firms to be invited to tender, after which tender results will be presented to Council in time for final contract negotiations with the State Government agency.

*ABSOLUTE MAJORITY RESOLUTION REQUIRED FOR PARTS (2) AND (4)

Moved Cr M H Norman MOTION CARRIED (7/0) MEETING OPENED TO PUBLIC

Moved Cr Butterfield that the meeting be opened to members of the public. Motion Carried (7/0)

Meeting declared open at 7.44pm Mr Davy and Mr Barnett retired from the meeting at this time.

CITY STRATEGY 7 19 FEBRUARY 2013 COMMITTEE - Financial Management & Planning COUNCIL MEETING 25 FEB 2013

1.1 - LIST OF ACCOUNTS PAID - JANUARY 2013

WARD

: ALL In Brief:

The Report presents, pursuant to Regulation 13(1), (3) & (4) of the Local Government (Financial Management) Regulations 1996, the List of Accounts paid for the period 1.01.13 to 31.01.13

FILE No.

: M/23/13

DATE

: 10 January 2013

REF

: AB

RESPONSIBLE MANAGER

: Executive Director Corporate Services

Tabled Items



4.6 Financial sustainability and accountability for performance 4.6.1 Provide financial services to support cost effective Council operations and

service delivery Legislation Implications

Section 6.10 (d) of the Local Government Act 1995 refers, ie. 6.10. Financial management regulations Regulations may provide for —

(d) the general management of, and the authorization of payments out of — (i) the municipal fund; and (ii) the trust fund,

of a local government. Regulation 13(1), (3) & (4) of the Local Government (Financial Management) Regulations 1996 refers, ie.

13. Lists of Accounts (1) If the local government has delegated to the CEO the exercise of its power to

make payments from the municipal fund or the trust fund, a list of accounts paid by the CEO is to be prepared each month showing for each account paid since the last such list was prepared —

(a) the payee’s name; (b) the amount of the payment; (c) the date of the payment; and (d) sufficient information to identify the transaction.

(3) A list prepared under subregulation (1) is to be — (a) presented to the council at the next ordinary meeting of the

council after the list is prepared; and (b) recorded in the minutes of that meeting.



Nil Budget/Financial Implications

All accounts paid have been duly incurred and authorised for payment as per approved purchasing and payment procedures. Consultation

Nil BACKGROUND

Pursuant to Section 5.42 of the Local Government Act 1995 (Delegation of some powers and duties to CEO), Council has resolved to delegate to the CEO (Primary Delegation No: 150 refers) the exercise of its powers to make payments from the municipal and trust funds. COMMENT

The List of Accounts paid for the period 1.01.13 to 31.01.13 is presented as an attachment to this report.

ATTACHMENTS 1. Check Listing Report - January 2013 CS11/2/13 RECOMMEND

That Council note the List of Accounts paid as presented at Attachment A-1 of the Agenda and summarised as follows: Municipal Fund Accounts paid totalling $10,226,108.47 on Vouchers 19034 – 19197, Batch 1374-1385, 1387, 102148-102162, PY01.14-PY01.15 & PY99.03 . Trust Fund Accounts paid totalling $1,237,396.61 on Vouchers 2593-2634, 400188-400191 &, Batch 1386.

Moved Cr J H Munn MOTION CARRIED (7/0)


1.2 - MONTHLY STATEMENT OF FINANCIAL ACTIVITY - JANUARY 2013

WARD

: ALL In Brief:

This Report presents the City’s Monthly Financial Report for the 6 month period ended 31 January 2013.

The Report recommendation is to receive the Financial Report.

FILE No.

: M/82/13

DATE

: 12 February 2013

REF

: AB

RESPONSIBLE MANAGER


Tabled Items



Developing our Organisation: Improve the environment for effective governance;

Improve the overall financial viability of Council Legislation Implications

Local Government Act 1995 – Part 6 – Division 3 – Reporting on Activities and Finance Local Government (Financial Management) Regulations – Part 4 – Financial Reports Council Policy/Local Law Implications


The Statement of Financial Activity as presented refers and explains. Consultation

Nil BACKGROUND

Each month officers are required to prepare monthly financial reports, covering the prescribed information, and present these to Council for receipt. COMMENT

Presented as an attachment is the Monthly Statement of Financial Activity for the period ended 31 January 2013. For the purposes of reporting material variances from the Statement of Financial Activity, indicators, as resolved by Council, have been applied.


These indicators are: Revenue

Material variances are identified where, for the period being reported, the actual varies to the budget by an amount of (+) or (-) $50,000 and in these instances an explanatory comment has been provided.

Expense

Material variances are identified where, for the period being reported, the actual varies to the budget by an amount of (+) or (-) $100,000 and in these instances an explanatory comment has been provided.

For the purposes of explaining each Material Variance, a three part approach has been taken. The parts are: 1. Period Variation

Relates specifically to the value of the Variance between the Budget and Actual figures for the period of the report.

2. Primary Reason Explains the primary reasons for the period Variance. As the report is aimed at a higher level analysis, minor contributing factors are not reported.

3. Budget Impact Forecasts the likely $ impact on the Annual Budget position. It is important to note that figures in this part are ‘indicative only’ at the time of reporting, for circumstances may subsequently change.

ATTACHMENTS 1. Monthly Financial Report - January 2013 CS12/2/13 RECOMMEND

That Council:

pursuant to Regulation 34 of the Local Government (Financial Management) Regulations 1996 (Financial Activity Statement Report) accept the Statement of Financial Activity for the 6 month period ended 31 January 2013.

Moved Cr R Butterfield MOTION CARRIED (7/0)


**1.3 - REVIEW OF 2012-13 ANNUAL BUDGET

WARD

: ALL In Brief:

This report presents, pursuant to Regulation 33A of the Local Government (Financial Management) Regulations, the Review of the 2012-2013 Annual Budget based on actuals and commitments for the first six months of the year, and forecasts for the remainder of the financial year;

The report recommends that the Report

titled Review of Budget for the period ended 31 December 2012 together with the recommendations contained therein, be adopted.

FILE No.

: M/86/13

DATE

: 14 February 2013

REF

: TM

RESPONSIBLE MANAGER


Tabled Items



Financial sustainability and accountability for performance Provide financial services to support cost effective Council operations and service

delivery Actively pursue alternative sources of revenue for Council’s assets and operations Develop and maintain long term financial planning, management and reporting to ensure

resources are provided to deliver services and manage Council’s assets Investigate opportunities for efficiency gains and cost savings across the organisation Legislation Implications

Local Government Act 1995 Part 6 Financial Management – Division 2 – Annual Budget – Section 6.2 Local Government (Financial Management) Regulations – Review of Budget – Reg 33A Council Policy/Local Law Implications


The 2012-2013 Annual Budget Review Report is presented as an attachment to this report. Consultation

Management Executive Group (MANEX)


COMMENT

Prudent management of the City’s Annual Budget includes a full review of the City’s progress half-way through the financial year. In addition, Regulation 33A of the Local Government (Financial Management) Regulations states:

(1) Between 1 January and 31 March in each financial year a local government is to carry out a review of its annual budget for that year.

(2A) The review of an annual budget for a financial year must —

(a) consider the local government’s financial performance in the period beginning on 1 July and ending no earlier than 31 December in that financial year; and

(b) consider the local government’s financial position as at the date of the review; and

(c) review the outcomes for the end of that financial year that are forecast in the budget.

(2) Within 30 days after a review of the annual budget of a local government is carried out it is to be submitted to the council.

(3) A council is to consider a review submitted to it and is to determine* whether or not to adopt the review, any parts of the review or any recommendations made in the review.

*Absolute majority required.

(4) Within 30 days after a council has made a determination, a copy of the review and determination is to be provided to the Department.

Presented at Attachment “” is the Report titled “Review of Budget for the period ended 31 December 2012” explaining the review process and review findings.

Aspects to note about the attached Report are summarised as follows:

1. The Report, which has been prepared from estimates submitted by each of the

Directorates, seeks to identify and quantify:

(i) the forecast year-end major variances from the City’s $134m adopted budget (after allowing for forecast year end carry forwards);

(ii) the forecast year-end surplus / deficit position. The Report then makes recommendation as to what action may be taken (if any) to address that change in the forecast year-end position.

2. The review process has been undertaken having regard for:

actual revenues and expenditures for the first (6) months of the financial year together with committed expenses;

forecast revenue and expenditure levels for the remaining (6) months of the year;

the anticipated year-end carry forwards for capital works and projects that are either currently in progress or yet to commence;


the more significant (in $ terms) variances to budget rather than the minor ‘unders and overs’ that, history has shown, will largely balance out;

3. The report:

reports a forecast year-end surplus variance to the budget of $280,000. provides explanatory comment on the major forecast variances to budget, and provides options and considerations relating to the treatment of the forecast

year-end surplus, for Council’s consideration and determination.

ATTACHMENTS 1. Review of Budget for the period ended 31 December 2012 Committee Discussion Committee considered the options in the budget review report and supported the allocation of the estimated year-end surplus of $280,000 towards the following selected unfunded proposals:- $10,000 CSRFF Project – Roleystone Tennis Club $70,000 Jull Street Mall Revitalisation Project $200,000 Emergency Power Supply to Admin. Centre Committee recommended that the 2013 Annual Budget be amended to include funding for the above projects. The recommendation was accordingly amended. CS13/2/13 RECOMMEND

That Council :-

1. pursuant to Regulation 33A of the Local Government (Financial Management) Regulations 1996, adopt* the attached Report titled, Review of Budget for the period ended 31 December 2012, and

2. pursuant to Section 6.8 of the Local Government Act 1995,

approve* the following amendments to the 2013 Annual Budget, as presented and explained in the Report titled, Review of Budget for the period ended 31 December 2012:-

Revenues $

Increases Animal Control fees 37,000 Operating Grants 26,000 Contributions for Long Service Leave 32,000 Interest on Investments 350,000 Rates – Property Enquiries 25,000 Rates – Interim Notices 250,000 Building Control – Fees 20,000 Building Control - Pool Inspections 15,000 Waste Services - Ewaste Rebate & fees 112,000 Waste Services – Resource Recovery 50,000 917,000


Decreases Arena bookings and fees 59,000 Library fines 14,000 Animal Control fines & disposals 57,000 Rates – Instalment Interest & Pensioner Rebates 40,000 Building Control fees 110,000 EDTS – Kerb Modification Fees 20,000 Civil Works 377,000 697,000 Expenses Increases Employee Expenses and FBT 109,000 Aquatic Centre - Operations 30,000 Armadale Film Festival 13,000 Rates – Write Offs 20,000 EDDS – Agency Staff 60,000 Civil Works – Operations/Maintenance 142,000 Property Services – Operations/Maintenance 269,000 Parks Services – Operations/Maintenance 406,000 Waste – Operations/Maintenance 162,000 1,211,000Decreases EDCmS - Scholarships 16,000 EDTS – Consultancy/Anti-graffiti 85,000 Project Management - Consultancy 30,000 Civil Works – Crossovers 190,000 321,000Non-Operating Expenses Increases Property Services – Admin Building 90,000 90,000Decreases Civil Works – Ranford Road 600,000 Civil Works – Road Resurfacing 110,000 Civil Works – Grant funded Roadworks 330,000 1,040,000 Forecast year-end surplus 280,000 Less Unfunded Projects proposed: Jull Street Mall Revitalisation Project 70,000 CSRFF Club Project – Net Muni funding 10,000 Power Generator 200,000 280,000 Overall change to surplus 0 ABSOLUTE MAJORITY RESOLUTION REQUIRED

Moved Cr H A Zelones MOTION CARRIED (7/0)

CITY STRATEGY 15 19 FEBRUARY 2013 COMMITTEE - Strategic Planning COUNCIL MEETING 25 FEB 2013

2.1 - JULL STREET MALL ACTIVATION PROJECT

WARD

: ALL In Brief:

Council received a report in October 2012 regarding the Jull Street Mall Revitalisation Project and resolved that further investigation into future works, activities and indicative cost estimates be progressed. A further report on priority works was to be presented as part of the mid-year Budget review. (CS101/10/12).

This report presents a staged approach for the Jull St Mall Revitalisation and makes recommendations for consideration for an allocation from the mid-year Budget review. It also recommends that consideration be given for future budget allocations in the 2013/14 and 2014/2015 years of the 15 Year Financial Plan.

FILE No.

: M/73/13

DATE

: 5 February 2013

REF

: GG

RESPONSIBLE MANAGER

: Executive Director Community Services

Tabled Items



2.2 A revitalised City of Armadale 2.2.1 Work with the Metropolitan Redevelopment Authority on the planning and

design of key areas. 2.2.2 Plan and implement projects to revitalise the Armadale City Centre.

2.4 Attractive and User Friendly Streetscapes and Open Spaces 2.4.1 Implement townscape, streetscape and parkland improvements to enhance the distinctive character of the City. Legislation Implications

Nil Council Policy/Local Law Implications

Activities and Trading in Thoroughfares and Public Places Local Law. By-Laws Relating to Signs, Hoardings and Billposting. Budget/Financial Implications

Works and activities identified as part of the Jull Street Revitalisation Project will incur costs to Council. The total for Stage 1 of the Project is $132,000 and Council currently has


$65,000 allocated for lighting upgrades. The shortfall of $67,000 is proposed to be referred for consideration in the 2012/13 mid-year Budget review (See elsewhere in this Agenda.) Funding for the remaining stages is proposed to be recommended for consideration and inclusion in the 15 Year Financial Plan for 2013/14 and 2014/15.

Consultation

1. Creative Communities (David Engwicht) 2. Key staff and Councillor Workshops 3. Operational Management Team 4. MANEX 5. Jull Street Mall User Survey 2012 (Murdoch University) 6. Jull Street Mall Business Survey 2013 BACKGROUND

Council considered a progress report on the Jull Street Mall Revitalisation Project in October 2012 and resolved to request further investigation into future works and activities with a report being provided in conjunction with the mid-year Budget Review (CS101/10/12). Since that time, an urban design concept plan has been prepared and two surveys have been conducted. The concept plan is provided as an Attachment to this report and in summary recommends:

Treating the Mall as a park, rather than a thoroughfare; Retain existing zig-zag and curved paving features; Keeping trees; Provide up lights and bud lighting to trees; New curved paved element – with high quality community/public art; New lighting/banner poles similar to Memorial Park to tie in and to follow new curve; Replace street furniture with simple combined seating (e.g. planter/seat/bin); Green spaces at the southern Mall end.

Two surveys were conducted, one by Murdoch University with general users of the Mall and the other with the Mall businesses. The themes emerging from the two surveys are summarised in the following tables: The Jull Street Mall user survey 2012:

Current Attractors

Desired Shops Desired Activities Desired Infrastructure

Trees Outdoor cafes Diversify stalls Children’s play equipment

Space

Clean and open

Bakery Fashion and

Accessories

Live music Events and celebrations

(Christmas, Easter, etc.)

Community/youth

centre

Stall holders Restaurants

Local musicians, performance and artists

Security cameras


Arcade games (e.g. Timezone)

International/Specialised food festival

Better lighting

Antique Urban orchard/ community garden

Bicycle racks

Myer Cooking days

Pedestrian crossing at Third Road and Jull Street

Outdoor movies

Free wi-fi

Family entertainment

(petting zoo, grasshopper soccer, giant chess)

Non-live music

Special cultural

An increased presence of security and Police officers

The Jull Street Mall Business Survey 2013:

Current Attractors

Desired Shops Desired Activities Desired Infrastructure

Trees and Leafy outlook

More street traders More Police/Security in Mall

Shading

Easy access Men’s Clothing store

More street

traders/markets

Cafes Food establishments

More entertainment

Art/Cultural activities

In addition to the above themes, users and businesses also commented on anti-social behaviour and crime in the Jull St Mall. The City is currently discussing those issues with relevant agencies to determine the most appropriate approach and what the City’s role could be. DETAILS OF PROPOSAL

Based on the recommendations of the Urban Design Concept Plan, Councillor and officer workshops and the results of the surveys, the following is presented as a staged approach for the Jull St Mall Revitalisation Project: Stage 1 2012 – 2013 Description Cost 1 Lights/Banner poles,

up lights and bud Current lighting requires upgrading to improve amenity and security. Includes Triangle Banner

$80,000


lighting. configuration to minimise vandalism. A budget of $65,000 has currently been allocated. There may be additional funds required for the variance in positioning of lights.

2 Banners The provision of banners that are vandal proof will allow for promotional opportunities for Council’s own information and initiatives (banner art projects, event information and general city information). Additional opportunities for commercial use and an income stream to assist with ongoing costs. Graphic Design and Artwork for series of Banners $20,000 Produce first series of 11 Banners $30,000

$50,000

3. Street Traders Develop a Jull St Mall Street Traders Policy and Practice that includes operational guidelines, minimum standards, locations (spread to Commerce end of Mall) Promotion and Advertising

$2,000

Total Cost Stage 1

Currently $65,000 allocated Additional $67,000 required

$132,000

Stage 2 2013 – 2014 1

Curved paving extension and paving/turf/soft fall elements (including professional artist cost)

Provides visual “rooms” within the paved area (seating, art, planting etc). This can still allow activities and traders as it is at ground level. Provides visual connection through to the train station. There are opportunities to implement with the new lighting. Provides an early opportunity to engage with the community through involvement in providing high quality, inclusive urban art. Breakdown of cost: Professional Artist $30,000 Paving $100,000 Turf/Soft Fall $50,000

$180,000

2 Jull St Mall Events Programme

Provide a Programme of Events exclusive to the Jull St Mall including opportunities for Christmas Markets, Buskers, Street Entertainment, Stall Traders, Community Art and Cultural activities/programs

$30,000

3 Smoke Free Investigate the possibility of designating the


Environment Mall as smoke free in line with Council’s current Policy HLTH 1 – Smoke Free Outdoor Area

4. Free Wifi Provide free Wifi access within the Mall. Opportunities to link with on-line tourist, business and service information. Est $1,800 set up cost. $3,600 per annum.

$5,000

Total Cost Stage 2 Note: Maintenance/Renewal not included

$215,000

Stage 3 2014 – 2015 1. Street Furniture Orchard Avenue to Train Station – 15 bins and

11 seats.

$80,000

2 Play Area Sensory Play Garden $40,000

3 Garden Beds $20,000

4 Public Art Possible Murals on Buildings facing Commerce Ave (Train Station) Opportunity for external funding to compliment allocation

$50,000

5. Visitor / Tourism Booth

Possible inclusion of Directional Signage $50,000

Total Cost Stage 3

Stage 3 Elements to be further determined allowing for potential external funding for an expanded project to link Jull St Mall with Memorial Park.

$240,000

In addition to the works and activities listed above, it is also proposed that a budget amount be allocated for a resource to provide the activities and programmes noted above, liaise with local businesses and co-ordinate the stall holders. It would be proposed that the resource be for an initial two year period commencing 2013/14 commensurate with Stages 2 and 3. TOTAL PROJECT ESTIMATES Stage 1 $132,000 Stage 2 $215,000 Stage 3 $240,000 Co-ordinator (2 Years) $180,000 Total $767,000 COMMENT

ANALYSIS

From the previous discussions and workshops, a number of streetscape elements have been identified to provide density to the Mall, thereby helping to activate the empty spaces. It


should be added, this is no substitute for genuine commercial investment where adjoining land-use attracts regular visitors, but it can enhance the amenity and the experience of visiting that location. There are a number of relatively small actions that can be implemented in the short term as part of the mid-year Budget Review to provide initial vibrancy in the short term, such as street tree improvements, reintroduction of the Jull Street banners and lighting up grades. Given the costs associated with the Project, a staged approach is proposed. There may be an opportunity to source external funds for the Project which will either enhance proposed works or provide additional opportunities, including linking the Jull Street Mall with Memorial Park. This will be an ongoing consideration for the Project and may vary elements depending on level of funding available. OPTIONS

Council could: 1. Take no further action on the Jull Street Mall Revitalisation project. 2. Endorse the consideration of Stage 1 works as identified in this report as part of the mid

– year Budget Review and refer Stage 2 and 3 for consideration and inclusion in the 15 Year Financial Plan.

3. As per option 2 but not recommend any further consideration of Stage 2 and 3. Option 2 is preferred. CONCLUSION

In the past 18 months, the activity within the shopping centres has increased, but the attraction and activity at the lower end of the Mall has been little altered. There has been some mural painting on the Telstra Exchange building, undertaken by Armadale Youth Resources as part of the ‘Evolution of Jull Street’ project. There have also been a number of additions to the market stalls operating in the Mall. The intersection of Jull Street and Third Avenue has been improved through the creation of a at grade intersection, giving priority to pedestrians and street tree planting. A Budget allocation for improved lighting has been made and proposed further upgrades to the lighting to include banner attachments, up-lighting and bud lighting to the trees is proposed as Stage 1 subject to the mid – year Budget review. Consultation with Mall users and businesses has been undertaken and a proposed list of staged works and activities is also included in this report. These proposals represent recommendations arising from the staff and Councillor workshops, consultant advice and themes emerging from the two surveys. It is recommended that these largely cosmetic changes be made, noting that there will probably be a need for higher order Government investment in the public space and private investment in the adjoining commercial property, before the Mall is able to reach its full potential as a public space or plaza.

ATTACHMENTS 1. Jull Street improvements concept plan


Committee Discussion Following discussion on the mid-year Budget Review report earlier during this meeting, Committee recommended that an amount of $70,000 be allocated towards this project from the estimated year-end surplus of $280,000. Accordingly, the amount of $67,000 was changed to $70,000 in the recommendation. Committee discussed the works proposed at each stage of the revitalisation and it was unanimously agreed that provision of free wifi access in the mall be moved from Stage 2 to Stage 1. Various other suggestions were made in regard to the type of street furniture, banners, water features, lighting etc. but it was agreed that these would be subject to further consultation/discussion in preparation for Stages 2 and 3. CS14/2/13 RECOMMEND

That Council:

1a. Consider proposed Stage 1 works as identified in this report as part of the 2012/13 mid – year Budget Review for the shortfall amount of $70,000.

1b. Bring forward the free Wifi proposal to Stage 1.

2. Note the proposed Stage 2 and 3 project stages and refer for consideration and inclusion in the 15 Year Financial Plan the following:

2013 – 2014 $305,000

2014 - 2015 $330,000

3. Note that further investigation into proposed Stage 2 and 3 of the project are ongoing and further reports may be presented to Council where required.

Moved Cr C Wielinga MOTION CARRIED (7/0)

CITY STRATEGY 22 19 FEBRUARY 2013 COMMITTEE - Governance & Administration COUNCIL MEETING 25 FEB 2013

**3.1 - 2013 ORDINARY COUNCIL ELECTIONS

WARD

: ALL In Brief:

Council is requested to declare:

the Western Australian Electoral Commissioner (WAEC) responsible for the conduct of the 2013 Ordinary Election or poll;

the Western Australian Electoral Commissioner responsible for the conduct of any other election or poll that may arise between now and the 2013 Ordinary election;

that all elections or polls conducted be undertaken by the postal method.

FILE No.

: M/820/12

DATE

: 8 November 2012

REF

: NP

RESPONSIBLE MANAGER


Tabled Items



Outcomes and Strategy 4.1 – Good Governance and Leadership 4.1.1 Strengthen the governance role of Councillors by informing, resourcing,

skilling and supporting their role 4.1.2 Ensure governance policies, procedures and activities align with legislative

requirements and best practice

Outcome and Strategy 4.5 – Effective and efficient administrative services 4.5.1 Ensure compliance of relevant Council policies and procedures with

legislative and organisational requirements 4.5.2 Provide professional administrative services to support Council

operations and services Legislation Implications

Local Government Act 1995 & associated Election Regulations

s.4.7 – Ordinary elections day usually the third Saturday in October s.4.20(4) – Appointment of the WAEC to conduct the election s.4.61(2)(5)&(6) – Postal Voting Method Council Policy/Local Law Implications

Nil


Budget/Financial Implications

The estimated cost (based on past voting trends and current legislation) of the 2013 ordinary elections is $100,000 (ex GST). Provision is made in the City’s Fifteen Year Financial Plan to meet this expense. Consultation

1. Western Australian Electoral Commission (WAEC) BACKGROUND

Every election year since 1997, Council has chosen to use the “Postal” election method rather than the “In-Person” method.

Past year council ordinary election statistics are: -

Year No. Ward

Elections Held

Total No. of Electors

Turnout performance

%

Total Cost $ (exc GST)

2001 4 20,243 35.60% 57,470 2003 4 18,065 29.60% 56,266 2005 4 19,406 35.80% 51,066 2007 6 29,975 31.28% 72,992 2009 6 30,693 30.60% 77,568 2011 6 32,636 26.33% 79,495

NB: The number of wards in each of the above elections is seven(7).

In 2011, a total of 74 local governments had the WAEC conduct their postal elections. This compares to 69 in 2009, 64 in 2007, 50 in 2005, 55 in 2003 and 47 in 2001.

DETAILS OF PROPOSAL

The next local government ordinary elections are to be held on Saturday 19th October 2013. Correspondence is to hand from the Western Australian Electoral Commissioner advising, in part, as follows: The current procedure required by the Local Government Act 1995 is that my written

agreement has to be obtained before the vote is taken. To facilitate the process, you can take this letter as my agreement to be responsible for the conduct of the ordinary elections in 2013 for the City of Armadale in accordance with section 4.20(4) of the Local Government Act 1995, together with any other elections or polls that may also be required. My agreement is subject to the proviso that the City also wishes to have the election undertaken by the WAEC as a postal election.

The Commission is required by the Local Government Act 1995 to conduct local government elections on a full cost recovery basis.

To facilitate the City’s 2013 ordinary elections being conducted on a postal voting basis, the necessary declarations by Council have to be made by 31st July 2013 at the latest.


COMMENT

ANALYSIS

Matters for Council to note/consider include:-

Under current legislation only the WAEC is permitted to conduct postal voting services. WALGA has for a number of years advocated that Local Governments be given a choice of postal election providers, eg Australian Electoral Commission, primarily so as to achieve cost competiveness – the City has previously supported this WALGA position;

It is considered prudent for Council to extend its declaration to include any other election (including extraordinary) that may occur between now and the 2015 ordinary elections. This would then allow the WAEC to conduct any election necessary to fill any vacancy that may arise thereby reducing any procedural delays.

OPTIONS

The (2) options available to Council to conduct the 2013 Ordinary Elections and any other elections/polls before then are:

a postal election which according to current legislation must be conducted by the WAEC, or

an in-person election conducted by the City’s CEO. CONCLUSION

It is proposed that the City’s 2013 ordinary elections continue to be conducted on a postal election basis, and accordingly, the WA Electoral Commissioner be declared responsible for the conduct of these elections.

ATTACHMENTS There are no attachments for this report. CS15/2/13 RECOMMEND

That Council declares*:

1. in accordance with section 4.20(4) of the Local Government Act 1995 the Western Australian Electoral Commissioner to be responsible for the conduct of the 2013 City of Armadale ordinary elections together with any other elections or polls which may also be required between this resolution date and the 2015 ordinary election; and

2. in accordance with section 4.61(2) of the Local Government Act 1995 all elections and polls as referred to in part (1) being conducted on a postal basis.

*ABSOLUTE MAJORITY RESOLUTION REQUIRED

Moved Cr J A Stewart MOTION CARRIED (7/0)


3.2 - LEASE - LEAKRIST PTY LTD - LOT 78 GROVELANDS DRIVE - WESTFIELD

WARD

: HERON In Brief:

This report presents proposed renewal of lease arrangements with Leakrist Pty Ltd (School Mates) for portion of the Harold King Community Centre on Lot 78 Westfield Road, Camillo.

Recommend that Council approve the eight (8) year lease renewal term with Leakrist Pty Ltd (School Mates) for a portion of the Harold King Community Centre on Lot 78 Westfield Road, Camillo; commencing on 24 June 2013.

FILE No.

: M/46/13

DATE

: 21 January 2013

REF

: SJ

RESPONSIBLE MANAGER


Tabled Items


Nil Strategic Implications Outcomes and Strategy 1.2 – Optimum quality of life for all citizens

1.2.5 – Ensure Council’s services and facilities are accessible

Outcomes and Strategy 1.4 – Accessible health and other support services that meet the needs of our community

1.4.1 – Advocate and promote access to health and family support services

Outcomes and Strategy 3.2 – Strong and Profitable local business

3.2.2 Advocate public and private capital opportunities Outcomes and Strategy 3.5 – A well developed relationship with industry, commerce and

government 3.5.1 – Develop and maintain relationships with local industries Legislation Implications

Section 3.58 Local Government Act 1995 – Disposing of Property applies particularly sub sections (3) & (4) Section 3.58(3) (4) of the Local Government Act 1995 states:

(3) A local government can dispose of property other than under subsection (2) if, before agreeing to dispose of the property – (a) it gives local public notice of the proposed disposition –

(ix) describing the property concerned; (ii) giving details of the proposed disposition; and


(iii) inviting submissions to be made to the local government before a date to be specified in the notice, being a date not less than 2 weeks after the notice is first given;

and (b) it considers any submissions made to it before the date specified in the

notice and, if its decision is made by the council or committee, the decision and the reasons for it are recorded in the minutes of the meeting at which the decision was made.

(4) The details of the proposed disposition that are required by subsection (3)(a)(ii) include – (a) the names of all parties concerned; (b) the consideration to be received by the local government for the

disposition; and (c) the market value of the disposition as ascertained by a valuation carried

out not more than 6 months before the proposed disposition. Regulation 30 Local Government (Functions and General) Regulations 1996 – Dispositions of property to which section 3.58 of the Act does not apply. Council Policy/Local Law Implications

Council Policy ADM2 – Property Lease Rentals Budget/Financial Implications

The existing lease rental figure of $22,978 (inc GST) has been factored into the Fifteen Year Financial Plan. Consultation

1. City’s Asset Steering (Officer) Group (ASG) 2. Corporate Services & Technical Services Directorates.

BACKGROUND

Council at its meeting on 28 April 2008 resolved (CS39/4/08):

“That Council:

1. Gives its ‘in-principle’ support to the proposal to lease a portion of the City’s Harold King Centre in Grovelands Drive Westfield to the firm Leakrist Pty Ltd for the purposes of operating an outside school hours care programme (NB: this ‘in-principle’ support will enable Council Officers to administratively negotiate a draft lease with Leakrist Pty Ltd, the essential terms of which (eg. Property description, lease term, names of parties involved, proposed disposition date, the $ consideration) will then be publicly advertised as is legislatively required for property disposals by private treaty); and

2. be provided with a subsequent Officer report giving relevant details of:

(i) the outcomes of the private treaty public advertising process, and

(ii) the negotiated proposed lease with Leakrist Pty Ltd for Council’s consideration and approval.”

Council at its meeting 23 June 2008 resolved (169/6/2008):


“That Council, pursuant to Section 3.58(3) & (4) of the Local Government Act 1995, agree to lease to Leakrist Pty Ltd, that portion of approx 410 m2 of the Harold King Centre as shown on the Plan as presented at Attachment A-1 to this Report, for the purpose of operating an after school care program/service and according to the following essential lease terms:

Lease Term: 5 years with the option for a further 5 years Lease Rental: commencing at $17,500 pa with annual increases based

on the Consumer Price Index (all groups) Perth Commencement date: 24th June 2008 Outgoings: lessee responsible for standard outgoings as relevant to

the leased area Insurance: lessee responsible for building and plate glass insurance

again as relevant to the leased area and operating hours.”

A request was received from Leakrist Pty Ltd (School Mates) on 5 January 2011 to extend their existing lease renewal option by a further three (3) years to expire 23 June 2021. Leakrist advised that the demand for their services in the Armadale area had increased; and they transport children to and from eighteen (18) different schools in the area and were hoping to increase this number and meet demands by purchasing additional vans and equipment. In order for Leakrist to achieve their goal they required additional capital and to obtain this they required a minimum ten (10) year tenancy agreement. Although their existing lease was for a ten (10) year term nearly three (3) years had elapsed, which was insufficient for their requirements. Council at its meeting 28 February 2011 resolved (CS13/2/11): “That Council, barring any public submissions received during the local public notice period – in which case the matter will be referred back to Council for determination - agree to extend the renewal option term of the current lease with Leakrist Pty Ltd for the premises at the Harold King Community Centre at Lot 78 Westfield Rd, Camillo, from 5 to 8 years to expire 23 June 2021 subject to the following terms:

the lessee Leakrist is responsible for the costs of obtaining a new market valuation;

the lease rental being adjusted in line with the new market valuation (if higher than the current rental), and

all other terms and conditions of the current lease remaining the same.” DETAILS OF PROPOSAL

Leakrist Pty Ltd (School Mates) has advised that they wish to continue the lease arrangement they have with the City and is seeking to exercise their option for renewal for a further eight (8) years for a portion of Lot 78 Westfield Road, Camillo (Harold King Community Centre), commencing on 24 June 2013 and expiring on 23 June 2021.


COMMENT

ANALYSIS

Council currently has a lease with Leakrist Pty Ltd for a portion of the Harold King Community Centre, Lot 78 Westfield Road, Camillo for the purposes of operating an after school care program/service. Clause 1.7 of the lease provides for an eight (8) year renewal option commencing 24 June 2013. Clause 4.3 of the lease states: Renewal (a) If the Tenant wishes to lease the Premises for any Renewal Term and:

(i) gives the Landlord notice in writing of such wish not more than 6 months and not less than 3 months before the end of the Term ("the Tenant's Renewal Notice");

(ii) (when giving the Tenant's Renewal Notice) has fully complied with every tenant's Obligation; and

(iii) continues to comply fully with every Tenant's Obligation until the end of the Term,

then the Landlord will at its sole and absolute discretion, determine within 30 days of receiving the Tenant's Renewal Notice whether or not it agrees to lease the Premises to the Tenant for that Renewal Term, and advise the Tenant in writing of its decision.

The basic terms and conditions of the lease are as follows:

Rent: $22,978.45 (inc GST) per annum and outgoings (current) Rent Review: Increased annually by the Consumer Price Index (All Groups)

for Perth (CPI) Renewal Term: Eight (8) years Commencement Date: 24 June 2013 Outgoings: Lessee responsible for all outgoings Insurance: Lessee responsible for building insurance on a pro rata basis

and plate glass during normal operating hours and public liability insurance.

Leakrist have, in the five (5) years that they have been operating from the Harold King Community Centre, demonstrated their ability to provide high quality, accredited and affordable child care. They operate a number of commercial child care centres which means that the labour intensive administration aspect can be managed alongside the more profitable long day care component which results in a more financially viable service. This in turn gives the service a greater chance of being operational in the long term which is important for the families who need it. In addition, the lessee has complied with all conditions of the lease and has not been in breach at any time during their five (5) year occupancy. Further, during the initial term of the lease the internal fence delineating the original leased playground area from the northern section of the land was removed due to its poor condition. Other factors taken into account for its removal included access constraints by the City and reluctance to maintain this area due to the costs involved. This ultimately increased the playground area from approximately 330m2 to approximately 1300m2 (This does not include


the building or the patio area). The lessee accepted the responsibility for maintaining the entire area as it provided additional space for their outdoor activities. It is now desirable to formalize the use of this area within the confines of the lease. OPTIONS

There are two options available, either grant or not grant the eight (8) year renewal period.

CONCLUSION

As Council has previously provided its support by entering into this lease and acknowledging the community need for this service, it is recommended that Council approve the option to renew the lease agreement for eight (8) years, on the basis that:

Leakrist’s demonstrated ability to provide high quality, accredited and affordable child care;

Leakrist has complied with all the terms and conditions of the lease and has not been in breach at any time during their three (3) year occupancy.


That Council, grant the option for renewal of the lease to Leakrist Pty Ltd for a portion of approx 1640 m2 of Lot 78 Westfield Road, Camillo (Harold King Centre) as depicted on the plan attached to this report, for a further eight (8) years commencing on 24 June 2013 and expiring on 23 June 2021 under the same terms and conditions of the original lease, with rental commencing at $22,978 (inc. GST) per annum.



3.3 - NEW POLICY - AUTHORITY TO SIGN DOCUMENTS

WARD

: ALL In Brief:

This report proposes a new Council Policy in regard to the signing of documents.

Recommend that Council approve Policy ADM 21 – Authority to Sign Documents and note the associated management practice.

FILE No.

: M/47/13

DATE

: 21 January 2013

REF

: NP

RESPONSIBLE MANAGER


Tabled Items



Outcomes and Strategies 4 – Good governance and leadership 4.1.2 Ensure governance policies, procedures and activities align with legislative

requirements and best practice. Legislation Implications

Local Government Act 1995 Section 2.7(2)(b) – Role of the council “The council is to determine the local government’s policies.” Local Government Act 1995 Section 9.49A – Execution of documents “(1) A document is duly executed by a local government if —

(a) the common seal of the local government is affixed to it in accordance with subsections (2) and (3); or

(b) it is signed on behalf of the local government by a person or persons authorised under subsection (4) to do so.

(2) The common seal of a local government is not to be affixed to any document except as authorised by the local government.

(3) The common seal of the local government is to be affixed to a document in the presence of — (a) the mayor or president; and (b) the chief executive officer or a senior employee authorised by the chief executive

officer, each of whom is to sign the document to attest that the common seal was so affixed.

(4) A local government may, by resolution, authorise the chief executive officer, another employee or an agent of the local government to sign documents on behalf of the local government, either generally or subject to conditions or restrictions specified in the authorisation.


(5) A document executed by a person under an authority under subsection (4) is not to be regarded as a deed unless the person executes it as a deed and is permitted to do so by the authorisation.

(6) A document purporting to be executed in accordance with this section is to be presumed to be duly executed unless the contrary is shown.

(7) When a document is produced bearing a seal purporting to be the common seal of the local government, it is to be presumed that the seal is the common seal of the local government unless the contrary is shown.”


ADM 18 – Common Seal Budget/Financial Implications

Nil Consultation

Executive Management (MANEX) BACKGROUND

In 2008 Council resolved (CS57/5/08) to adopt a new policy regarding the signing of documents requiring the Common Seal. This provided clarity as too what documents could be signed and sealed through a general authority of Council. In late 2009 the Local Government Act 1995 (“the Act”) was amended to clarify the requirements for the execution of documents with or without the Common Seal. Under s9.49A(4) of the Act a local government may, by resolution, authorise the Chief Executive Officer, another employee or an agent of the local government to sign documents on behalf of the local government, either generally or subject to conditions or restrictions specified in the authorisation.

DETAILS OF PROPOSAL

It is proposed to introduce a new policy which allows the Chief Executive Officer and the Executive Directors to sign documents on behalf of the City in accordance with Section 9.49A(4) of the Local Government Act 1995. COMMENT

ANALYSIS

At a recent governance forum Neil Douglas from McLeods Barristers and Solicitors presented a paper on delegations and authorisations, the thrust being compliance and the determination of what a delegation and authorisation actually was. His comments reinforced the fact that the City was indeed doing what it should be doing however he raised one concern that most Councils were not aware of which posed some risk.


As mentioned previously, under s9.49A(4) of the Act a local government may, by resolution, authorise the Chief Executive Officer, another employee or an agent of the local government to sign documents on behalf of the local government, either generally or subject to conditions or restrictions specified in the authorisation. It has been common practice for the CEO and Executive Directors to sign documents as part of their normal duties utilising the ‘acting through’ provisions of the Act, which to date has never been challenged. However it was the solicitors’ view that the acting through provisions could not necessarily be relied upon in court should the matter be disputed. Council’s policy relating to the use of the common seal provides authorisation only where the common seal is attached, however it does not deal with those documents that do not require the common seal. Due to the considerable number of routine documents that require a signature on a daily basis it is considered impractical to have these matters referred to Council for to do so would delay the processing of such documents unnecessarily. It is proposed that this matter be dealt with in the form of a Council Policy and be in two (2) parts, one part authorising the CEO and the second part authorising the Executive Directors. This would minimize the possibility of a challenge and avoid any non-compliance aspects with the Act. OPTIONS

Option 1 – Not approve the policy. Due to previous comments in the report this is not recommended. Option2 – Accept the recommendation as is. This is the preferred option. CONCLUSION

The draft policy ADM 21 – Authority to Sign Documents contained in the recommendation compliments the provisions of section 9.49(A) of the Local Government Act 1995 and provides the framework for continued compliance and efficient operations within the respective administrative areas of the City’s operations therefore it is suggested that Council adopt the recommendation.

ATTACHMENTS 1. Management Practice - ADM21


CS17/2/13 RECOMMEND

That Council, pursuant to section 2.7(2)(b) of the Local Government Act 1995, adopt draft policy ADM 21 – Authority to Sign Documents as presented hereunder, and note the current associated Management Practice presented as attached to this report.

POLICY ADM 21 – Authority to Sign Documents

Procedure - ADM 21

Relevant Delegation - N/A

Rationale

To provide greater clarity, consistency and efficiency as to the proper and authorised signing of documents in the course of the City’s day-to-day business affairs.

Section 9.49A of the Local Government Act 1995 refers, i.e. 9.49A. Execution of documents states in part:

(1) A document is duly executed by a local government if —

(b) it is signed on behalf of the local government by a person or persons authorised under subsection (4) to do so.

(4) A local government may, by resolution, authorise the chief executive officer, another employee or an agent of the local government to sign documents on behalf of the local government, either generally or subject to conditions or restrictions specified in the authorisation.

Policy

The Chief Executive Officer has authority to sign all documents on behalf of the City of Armadale other than documents requiring the City’s Common Seal – refer to Council Policy ADM 18.

The Executive Directors have authority to sign documents on behalf of the City of Armadale that are within the scope of their position descriptions, but this authority does not extend to the following document types :-

1. Documents requiring the City’s common seal

2. Employment contract offers, employment terminations and employee salary reclassifications;

3. Contracts arising from tendering decisions made by Council;

4. Correspondence to state and federal members of parliament;

5. Funding/grant applications and agreements where the dollar value of the application or agreement is greater than $100,000;

6. Prosecutions through the courts unless specifically authorised by Council.


This Policy is to read in conjunction with Policy ADM 18 – Common Seal.

Related Local Law N/A

Related Policies N/A

Related Budget Schedule N/A

Last Reviewed

Next Review Date



4.1 - AUSTRALIA/NEW ZEALAND CHIEF OFFICERS' GROUP MEETINGS 2013

WARD

: ALL In Brief:

The Chief Executive Officer is required to remain abreast of best practice models and to promote the City to a broader audience.

Accordingly, the Chief Executive Officer accepted membership of the Australia/New Zealand Chief Officers’ Group.

It is recommended that Council note and approve the Chief Executive Officer’s proposed attendance at the 2013 meetings of the Australia/New Zealand Chief Officers’ Group to be held in March 2013 (New Zealand), July 2013 (NSW) and November 2013 (WA).

Seeks Council endorsement of the estimated cost of $5,000

FILE No.

: M/8/13

DATE

: 3 January 2013

REF

: SD

RESPONSIBLE MANAGER


Tabled Items


Nil Strategic Implications To foster an effective professional environment and administration of the City’s services. Legislation Implications



The Chief Executive Officer’s attendance at Conferences, and Chief Executive Officers’ Group meetings has been allowed for in the current Budget. Consultation

Nil COMMENT

The City requires that its Chief Executive Officer remain abreast of best practice and innovative management developments both on a national and international perspective. A key performance indicator under the Chief Executive Officer’s contract also requires that the City be “effectively promoted to a broader audience” such as authorities, corporations and other levels of Government.


The Chief Executive Officer is a member of the Australia/New Zealand Chief Officers’ Group. This Group is an informal knowledge sharing networking and mentoring group of innovative CEOs who meet several times per year. The Chief Executive Officer’s contract requires his participation in this Group with the City meeting associated travel and accommodation expenditure. Membership is limited and has strict requirements of attendance/participation. Meetings are hosted by a member who promotes the local authority, region or State. The 2013 meeting schedule is as follows:-

6th to 8th March 2013 Whangarei & Kaipara District Councils, New Zealand

17th to 19th July 2013 Willoughby, NSW

20th to 22nd November 2013 Busselton City/Augusta Margaret River, WA

The CEO proposes to attend the March 2013 meeting in New Zealand and attendance at the next inter-state meeting in July 2013 will be dependent upon Council’s schedule at the time. For budget purposes, the City needs to acknowledge attendance in advance.


That Council:

notes and approves the Chief Executive Officer’s proposed attendance at the 2013 meetings of the Australia/New Zealand Chief Officers’ Group to be held in March 2013 (New Zealand), July 2013 (NSW) and November 2013 (WA) at an estimated cost of $5,000.



4.2 - LOCAL GOVERNMENT MANAGERS' AUSTRALIA (LGMA) NATIONAL CONGRESS - HOBART - 19-22 MAY 2013

WARD

: ALL In Brief:

The LGMA National Congress is to be held in Hobart, Tasmania from 19th to 22nd May 2013.

The Congress is one of the premier management conferences for Local Government in Australia, with a broad range of papers, trade display and networking opportunities.

Recommend that the Chief Executive Officer attend the

LGMA National Congress in Adelaide; consideration be given to an Elected

Member also attending.

FILE No.

: M/12/13

DATE

: 7 January 2013

REF

: SD

RESPONSIBLE MANAGER


Tabled Items


Nil Strategic Implications To foster an effective professional environment and administration of the City’s services. Legislation Implications


Council Policy ADM-3 (Conferences, Seminars & Training) and relevant procedure i.e. Elected member attendance to be submitted through the appropriate Committee for deliberation. Budget/Financial Implications

The CEO’s attendance at National Conferences has been allowed for in the current Budget. Elected member attendance can be accommodated from the current year’s Members Development Budget. Full registration $1775 (early bird). Total cost including flights and accommodation is approximately $4,000 per delegate. Consultation

Nil COMMENT

Local Government Managers Australia advises that its 2013 National Congress is scheduled to be held in Hobart, Tasmania from Sunday, 19th to Wednesday 22nd May 2013.


The theme for the 2013 Congress is Great Society; what is local government’s role?. Delegates will look at what the future will hold for most local governments, and review the existing indicators that measure the value of cities. The conference will explore the elements that make societies great, and central to this will be the local government’s role in their creation. A number of key issues affecting the sector will also be addressed, including the need to review the current models of local government management, and how to engage with communities in a hyper connected world.

The Conference program is attached to this report. The LGMA Congress is one of the premier Local Government Management conferences in Australia and provides an excellent forum for gathering of knowledge and networking with other Local Government leaders. The cost of attendance at the Congress including registration, accommodation and flights will be approximately $4,000 per delegate. The LGMA Conference is also relevant to elected members and is attended by Mayors and Councillors from around Australia. In the past, Council has been represented by the Mayor or Chair of the City Strategy Committee. The Mayor has expressed an interest in attending the 2013 LGMA National Congress. The CEO is considering attending this Conference depending on work schedule.

ATTACHMENTS 1. 2013 LGMA National Congress Program CS19/2/13 RECOMMEND

That Council:

1. note the proposed attendance of the Chief Executive Officer at the 2013 LGMA National Congress in Hobart, Tasmania from 19th to 22nd May 2013.

2. nominate Cr Zelones to attend the 2013 LGMA National Congress in

Hobart from 19th to 22nd May 2013 with costs to be charged to the Elected Members Development Account.



4.3 - RECOGNITION OF EXCEPTIONAL SERVICE BY OFFICERS

WARD

: ALL In Brief:

Council at its meeting of 19 March 2007 formally adopted (CS25/3/07) that the City investigates suitable ways to recognise sustained, exceptional service by officers especially at the time of their retirement.

Recommend that

Council acknowledge limitations of the current situation.

Remove the item from the Report on Outstanding matters

FILE No.

: M/718/12

DATE

: 3 October 2012

REF

: GS

RESPONSIBLE MANAGER


Tabled Items

1. Nil Officer Interest Declaration

<Type text here> Strategic Implications

To Ensure Human Resource planning, policies and procedures support effective and safe Council service delivery Legislation Implications

Section 5.50 Local Government Act Regulation 19A Local Government (Administration) Regulations 1996 Council Policy/Local Law Implications

ADM 1 Staff Resignation Gifts FIN 2 Severance Payments to Officers Budget/Financial Implications

These payments have a cost implication. Consultation

1. Manex 2. City of Gosnells 3. City of Cockburn

BACKGROUND

Council at its meeting of 19 March 2007 formally adopted (CS25/3/07) that the City investigates suitable ways to recognise sustained, exceptional service by officers especially at the time of their retirement.


The question of investigating suitable ways to recognise sustained, exceptional service by officers especially at the time of their retirement was an extension of Council resolution CS15/2/07. DETAILS OF PROPOSAL

At present Policy - Fin 2 - Severance Payments to Officers provides details of payments that can be made when officers terminate their employment for various reasons. These include resignation, retirement and redundancy. Unless there are special circumstances no additional payment are made. The Management Practice provides that nothing in these procedures prevents Council from determining that in unforeseen circumstances, terminating employees may be paid additional monies or be provided with additional benefits where justified and where it is demonstrably in the best interest of the City. Regulation 19A Local Government (Administration) Regulations 1996 has set the value of this payment at a maximum of $5,000. COMMENT

ANALYSIS

In 2007, a request was made to consider the special circumstances for an officer. This request was made under paragraph 4 of Policy Fin 2 – Severance Payments to Officers. At that time a long term valued employee was diagnosed with a terminal illness. Having received the diagnosis he opted to retire rather than take his accrued personal (sick) leave. Council in acknowledging the mitigating circumstances leading to the early retirement was unanimous in supporting that the employee be awarded a gratuity payment equal to the value of all entitlements he would have received had he remained in the City’s employ until his sick leave had been exhausted. Since that time, the City has introduced two initiatives that impact on that situation. In 2008, the City introduced income protection insurance for staff. This policy provides for a range of payments including 80% of an officer’s salary for up to 2 years. If someone is diagnosed with a total permanent disability they receive a lump sum payment equal to their full entitlement. Also with the introduction of the City of Armadale Enterprise Agreement 2010, a retiring employee is eligible to receive payment of 30% of their unused personal leave. As this is part of an Enterprise Agreement it forms part of the employee’s entitlements and is not included in the value of an additional payment made under paragraph 4 of the Management Practice. Should Council wish to extend this option to the Chief Executive Officer and Executive Directors, as an inclusion to their current contracts, this situation will be addressed with those employees.


OPTIONS

1. A new Policy be developed outlining ways to recognise sustained, exceptional service by officers especially at the time of their retirement.

2. Management practice FIN 2 Severance Payments to Officers be amended to include

terms of reference for unforeseen circumstances.

3. Acknowledgement that there are clear limitations to extending the current situation. CONCLUSION

It is recommended that option 3 be selected. With the introduction of the Income Protection Insurance, the partial payout of unused Personal Leave and the option to make an additional payment under Policy Fin 2, the City has some flexibility to acknowledge employees on their retirement. However, the limitations of Regulation 19A clearly apply and make any extension of current provisions unlikely.


That Council:

1. Acknowledge limitations of the current situation.

2. Remove the item from the Report on Outstanding matters.



4.4 - NATIONAL GROWTH AREAS ALLIANCE (NGAA) - NATIONAL FORUM 28 & 29 NOVEMBER 2012 AND CURRENT ADVOCACY ISSUES

WARD

: ALL In Brief:

This report presents details on the NGAA National Forum held in Sydney on 28 & 29 November 2012.

Recommends that Council:

1. incorporates into its advocacy efforts the NGAA’s latest research findings into skills job gaps and community infrastructure, and

2. agrees to assist in the promotion of the Voice of Our Suburbs website.

FILE No.

: M/25/13

DATE

: 10 January 2013

REF

: SJ

RESPONSIBLE MANAGER


Tabled Items



3. Economic Growth Recognition through promoting the City locally, nationally and internationally. Legislation Implications



Nil Consultation

Nil BACKGROUND

The National Growth Areas Alliance (NGAA) represents 25 of Australia's fastest growing municipalities. These municipalities currently house 3.6 million residents, and are forecasted to have a population of 5.4 million by 2026. The 25 members of the NGAA Councils share common characteristics of growth and the need to deal with the social, physical and planning challenges that come with that growth. While significant progress has been made in highlighting the needs of the nation’s growth areas, no level of government is keeping up with the growth. NGAA has been advocating that a partnership between all levels of government and the private sector is needed to ensure that growth area communities get the infrastructure and services needed to protect their


quality of life. The NGAA convened a meeting of its members in Sydney on 29 and 30 November 2012 which was attended by the City’s Mayor, Henry Zelones and Chief Executive Officer, Ray Tame, who is the WA Executive Member on the NGAA. COMMENT

The NGAA group's primary goal is for communities in the outer urban areas to have equitable access to jobs and services. This will require policies and strategies that deliberately focus on improving this access for current and future residents of those municipalities. The NGAA Councils (25) advocate to close the gap between growth areas and metropolitan averages. The NGAA Councils believe the scale of infrastructure required to support the growth and services requires a whole-of-Government approach. The NGAA will continue to advocate to Governments for increased funding and policy change. At the NGAA meeting of its members in Sydney on 29 and 30 November 2012, the NGAA held a major launch of strategic documents and work that has taken place over the past months that will assist these growth Councils to advocate for policy change or additional infrastructure assistance. 1. Addressing skills and employment gaps in outer metropolitan growth areas The NGAA commissioned Essential Economics PTY LTD to complete a report on this initiative. Some of the issues addressed in the report were as follows: The Gap: A liveability gap exists in the outer capital cities with those living in the outer growth suburbs having limited access to high quality, local available education and training, services and jobs compared with inner metropolitan Australians. Employment opportunities across outer growth areas: The NGAA 25 member municipalities are at different stages of development and will continue to evolve. Some outer urban municipalities currently lack both skills and jobs, while most lack either one or the other. The lack of local jobs and skills employment opportunities for outer growth residents is a fundamental concern with the issue set to worsen as population increases unless appropriate action is taken. Insufficient local jobs means higher commuting costs for workers living at a distance from jobs. The greater the number of workers travelling long distances to and from work, the higher the infrastructure, environmental, social and congestion costs to the community. More business investment is needed to boost jobs diversity: Many skills and employment projects have been proposed for the NGAA municipalities but there has been a lack of Government commitment to funding the ideas that will make a difference to the skills and employment gaps in our outer growth suburbs.


Private sector investment in the outer growth suburbs is vital for improving the diversity of local jobs. This will help to close the skills and employment gap, improve liveability and social disadvantage. The NGAA feels that significant investment is required from State and Federal Government to complement the work being undertaken by growth Councils. Provision of essential Government infrastructure will encourage the private investment that delivers jobs. NGAA develop skills and employment actions for outer growth suburbs: The NGAA is calling for the Federal Government to support the following action to help close the skills and employment gap in the outer growth suburbs:

Create 20,000 jobs in two (2) years in outer growth suburbs; Promote the benefits of living and working in these areas; Extend the suburban jobs program; Allow funding for business investment and attraction strategies; Support industry specific business development centres; To align with the Governments smart manufacturing policy Federal funding to develop flexible learning spaces in areas lacking skills i.e. tertiary

facilities, universities could use these spaces to teach local relevant courses; Develop an urban investment fund; Part of which would fund job generation job ready programs and community

infrastructure in the outer growth suburbs; Develop a town centre employment hub strategy; Work with existing stakeholders to compile a database of skills and employment

projects. 2. Tomorrow's healthy and productive communities: (The case for community infrastructure in outer metropolitan growth areas). The NGAA represents 3.6 million people who live in the 25 of the nation’s fastest growing municipalities on the outskirts of Australian capital cities. The NGAA wants Australian Government's support to provide urgently needed community infrastructure in these municipalities. Lack of community infrastructure threatens economic and social health: Adequate community infrastructure and growth areas are essential. Without it, these communities will fail to thrive. It must be provided early to prevent these suburbs becoming disadvantaged communities with high welfare dependency, poor health, social exclusion, antisocial behaviour and crime. Building community facilities at the outset cost less than fixing social problems our lack of infrastructure will create. It also helps address outer suburban unemployment skills gaps, yet sufficient funding is not available to initiate or build this infrastructure required. Local government in growth areas are struggling to meet demand. State and Federal Government assistance is usually on an ad hoc competitive basis. Increasingly complex partnerships are required to fund community infrastructure residents of these growth Councils deserve a more strategic approach. Urgent community infrastructure needs identified: June 2012 survey of NGAA members found most had significant funding gaps for community infrastructure to be developed over the next decade. Large community hubs are


recognised as the best way to deliver much needed services in growth areas. There are two (2) types - shared use community hubs and recreational leisure hubs. Innovative approaches and Federal Government support needed: The NGAA 2012/13 budget submission recommended that a national urban investment fund be established. The first step should be a four (4) year suburban community infrastructure program implemented as part of a program where the Australian Government allocates $100 million for low interest loans or grants critically needed for community infrastructure in growth areas. A further $10 million is requested to be allocated to encourage an innovative approach to community facility provision. The NGAA also recommends that the Department of Regional Australia Local Government, Arts and Sport recognise Australia's outer metropolitan growth areas as areas that would benefit from “place-based” initiatives. The NGAA proposes that the Regional Development Australia Fund (RDAF) make community infrastructure provision a priority and include both outer suburbs and rural areas. Community infrastructure at these locations often service large regional areas. In November 2012, NGAA members attended a meeting at Rydges World Square in Sydney to launch its latest research documents and discuss advocacy through member Councils. Two (2) media releases were presented on the day (see attachments) entitled:

‘Jobs and training shortages hit outer growth suburbs'. ‘Outer suburban communities tell their stories'.

Blacktown City Council hosted a tour for the NGAA group members that attended the forum, specifically to view community infrastructure initiatives, innovation and to demonstrate that they are experiencing similar issues to those of growth Councils around Australia. The NGAA has also invited people of all ages who live and work in outer suburbs to take part in an outer suburb communities “Tell their stories initiative”, which can be accessed on the website: www.voicesofoutersuburbs.com.au. The NGAA will collate the themes from the stories and with permission will make individual stories available so that policies and programs can be informed by local experience. People can tell their stories using a variety of media including photos, links to videos, audio and written word. CONCLUSION

This report provides an overview of current advocacy initiatives being undertaken by the NGAA and information flowing from the NGAA National Forum held in Sydney on 29 and 30 November 2012. Links to the NGAA reports are as follows: 1. The members map can be found here: http://ngaa.org.au/media/282/ngaa_members_map_2012.pdf 2. The Fact Sheet (updated) can be found enclosed: 3. The Community Infrastructure data can be found here:

http://ngaa.org.au/media/806/ngaa_report_tomorrows_healthy_and_productive_communities_november_2012.pdf

4. The Skills and Jobs Summary can be found here: http://ngaa.org.au/media/793/final_summary_report_-_16_nov_ngaa_adressing_skills_and_employment_gaps_in_outer_metro_growth_areas.pdf

5. The Community Infrastructure Brochure can be found here: http://ngaa.org.au/media/830/tomorrows_healthy_and_productive_communities_-the_case_for_community_infrastrucutre_in_outer_metropolitan_growth_areas_-_brochure.pdf

6. The Skills and Jobs Brochure can be found here:


http://ngaa.org.au/media/827/addressing_skills_and_employment_gaps_in_omgas_-summary_brochure.pdf

7. The presentation on Community Infrastructure – Tomorrow’s Healthy and Productive Communities: http://ngaa.org.au/media/921/presentation_-_tomorrows_healthy_and_productive_communities.pdf

8. The Presentation on Addressing Skills and Employment Gaps in Outer Metropolitan Growth Areas: http://ngaa.org.au/media/921/presentation_-_tomorrows_healthy_and_productive_communities.pdf

9. Phillip O’Neill’s speech on our research: http://ngaa.org.au/media/924/presentation_-_research_launch.pdf

ATTACHMENTS 1. NGAA Media Release - Dec 2012 - Jobs and training shortages hit outer growth suburbs 2. NGAA Media Release - Dec 2012 - Outer suburban communities tell their stories 3. NGAA Fact Sheet Cr Munn and Cr Stewart left the meeting between 8.32pm and 8.34pm CS21/2/13 RECOMMEND

That Council:

1. Incorporate into its advocacy efforts, the findings of the National Growth Area Alliance’s (NGAA) latest research findings into skills and jobs gaps and community infrastructure

2. Agrees to assist in the promotion of the website www.voiceofoutersuburbs.com.au, developed by NGAA to capture the stories of residents, young people and businesses about their experiences living or doing business in NGAA areas.



4.5 - EXPANSION OF INDEPENDENT SCHOOLS IN ESTABLISHED AREAS

At the Council Meeting held on 11 February 2013, Cr Butterfield referred the following matter to the City Strategy Committee:

That the matter of the expansion of independent schools in established areas be referred to the City Strategy Committee.

Comment from Cr Butterfield The advent of ‘Independent Public Schools’ has meant that schools in established areas are able to increase their student intake, often from outside the school’s natural catchment area. The growth of these schools is creating conflict in surrounding streets as residents and parents compete for parking and the safe use of local roads. The Department of Planning (DoP) has initiated a review of the Western Australian Planning Commission’s (WAPC) Liveable Neighbourhoods (“LN”) and related planning policies. The provision of ‘on site’ parking for parents who drive their children to school needs to be addressed and flagged as an issue with the DoP and Education Department. The City of Armadale could make a submission to the review of the ‘Liveable Neighbourhoods’ document. It seems that the provision of additional parking, upgrades to footpaths, kerbing and signage all fall to local government. The conflict in the community surrounding these ‘very full’ schools also falls to local government to deal with. Suggested recommendation: That Council:

1. request that a report be prepared outlining the issues being encountered by the City and local communities due to the under-provision of infrastructure at public schools within the City.

2. request that a submission be made to the DoP review of the Liveable Neighbourhoods document.

CS22/2/13 RECOMMEND

That Council: 1. request that a report be prepared outlining the issues being

encountered by the City and local communities due to the under-provision of infrastructure at public schools within the City.

2. request that a submission be made to the DoP review of the Liveable Neighbourhoods document.



4.6 - PUBLIC CONSULTATION ON MASTER PLANNING PROCESS - RUSHTON PARK AND JOHN DUNN OVAL

At the Council meeting held on 11 February 2013, Cr Butterfield referred the following matter to the City Strategy Committee. That the matter of the public consultation associated with the Master Planning of

Rushton Park and John Dunn Ovals be referred to the City Strategy Committee. Comment from Cr Butterfield Upon speaking with many Kelmscott residents and users of Rushton Park it has become clear that very few locals are aware of the Master Planning process and public consultation that the City has undertaken regarding Rushton park. Informal users of the park seem to have missed out on the opportunity to comment because they did not see the small advertisement in the local paper and have not looked on the City’s website. Upon visiting another local government, it was noticed that a sign was placed in a small park notifying residents and users of a plan to revitalise the park and offered the opportunity to comment. Rushton Park is an iconic and popular park with a range of different users. The final master plan will be a more representative document if more of the stakeholders are encouraged to make comment. Signage at the park would alert the wider public to the master planning process the City is undertaking and also give the opportunity to make comment. Suggested recommendation: That Council:

1. erect signage (2 signs) at Rushton Park to inform users of the master plans for the park and invite comment.

2. open the public comment for a period of one month after the signs are erected. 3. give consideration to placing signs at all of the City’s parks as these are involved in

master planning, expenditure of POS funds etc. CS23/2/13 RECOMMEND

That Council:

1. erect signage (2 signs) at Rushton Park and John Dunn Oval to inform users of the master plans for the park and invite comment.

2. open the public comment for a period of one month after the signs are erected.

3. include the use of signs as a means of inviting public comment into the master planning of parks and public places.

Moved Cr R Butterfield MOTION CARRIED (7/0) Mr Giles retired from the meeting at 9pm.


COUNCILLORS’ ITEMS Nil CHIEF EXECUTIVE OFFICER’S REPORT 1 Communication & Consultation

On Thursday 31st January attended a meeting of Mayors and CEOs held at the City of South Perth to discuss Local Government Structural Reform.

Later the same day chaired a meeting of the Outer Metro Growth Councils CEOs Group. Key points of discussion were Local Government Reform, outer-metro needs approaching the State election and the findings of most recent research into the socio-economic consequences of reduced access to recreation.

On Friday 1st February, along with the Mayor met with Asst. Commissioner Gary Budge and Superintendent Daryl Gaunt of the WA Police.

On Wednesday 6th February met with the Acting CEO City of Canning to discuss matters of mutual interest to Armadale and Canning.

Later the same day attended a presentation on the forthcoming rollout of NBN to the Armadale Region, soon to be presented to Council.

That evening attended a presentation at Curtin University on Active Open Space in a Growing Perth-Peel Region, result of work commissioned by Department of Sport & Recreation and the OMGC.

On Thursday 7th February along with the CEOs of the Cities of Cockburn and Swan, met with WA Newspaper representatives to discuss future publicity on outer-metro infrastructure issues.

On Friday 15th February attended Planning Institute of Australia forum on the forthcoming State Election, heard presentations by representatives of each political party.

On Tuesday 19th February, along with the Mayor met with the WA Police Commissioner, Karl O’Callaghan and Asst. Commissioner Gary Budge to discuss strategic direction on service provision in the growing Armadale region.

2 Economic Development

On Monday 4th February along with the Mayor met with Mr Rod Ross to discuss future management and development options for the Araluen Botanic Park.

On Friday 15th February attended meeting with Business Armadale at Araluen Botanic Park.


4.7 - SALARY REVIEW - CHIEF EXECUTIVE OFFICER

MEETING CLOSED TO PUBLIC Moved Cr Zelones that the meeting be closed to members of the public as in accordance with Section 5.23(2) (a) of the Local Government Act: Discussion of this matter in an open meeting would on balance be contrary to the public interest because the matter affects an employee of Council. Motion Carried (7/0) Meeting declared closed at 9.10pm. All officers in attendance except for Mrs D’Souza retired from the meeting.

WARD

: ALL In Brief:

The CEO’s Performance Evaluation was completed in July 2012 and the CEO made submission on a salary review in December 2012, citing two SAT decisions since the last review and changes to both taxation and vehicle arrangements affecting his remuneration.

The Review Panel has discussed the CEO’s submission and recommended as per Confidential Attachment “B-1”.

FILE No.

: M/89/13

DATE

: 14 February 2013

REF

: YW

RESPONSIBLE MANAGER


Strategic Implications The CEO’s Performance Objectives relate to all aspects of the Strategic Plan

Legislation Implications Sections 5.38 and 5.39 of the Local Government Act 1995 Council Policy/Local Law Implications


The City’s Annual Budget and 15 Year Plan makes allowance for annual increases of this order. Consultation

CEO Review Panel BACKGROUND

Council at its meeting in June 2011 endorsed: - a further Contract of Employment for the CEO effective 28th June 2011 for a further 4 years

i.e. up to 27th June 2015; - the Objectives and Outcomes for the CEO’s 2011/2012 review period; and - that the next review of the CEO’s performance be commenced by 1st April 2012 and

completed by 31st May 2012. It was also resolved at this meeting that the next review of remuneration be completed by 1st May 2012.


In February 2012 Council appointed a 6 member Panel (5 councillors and an independent facilitator from WALGA) to conduct the CEO’s Performance Review for 2011-2012, as follows. Cr Zelones (Mayor) Cr Butterfield (Deputy Mayor) Cr Norman (Chair of City Strategy Committee) Cr Munn Cr MacDonald and Mr John Phillips, Executive Manager Workplace Solutions at WALGA.

In July 2012, Council endorsed the Chief Executive Officer’s Performance Evaluation Report and set objectives and outcomes for the next 12 month period (CS76/7/12). In December 2012, the Chief Executive Officer submitted to the Mayor a request for salary review for consideration by the Evaluation Panel and Council. The Chief Executive Officer’s submission and Panel discussions are summarised in the Confidential Report included as Attachment “B-2”. The Mayor briefed Committee on the Panel’s Discussion and addressed the Confidential Report provided at the meeting. Committee unanimously supported the Panel’s Recommendation.

ATTACHMENTS Confidential Report 16.2 CS24/2/13 RECOMMEND

That Council: 1. Adjust the Chief Executive Officer’s remuneration in two (2) steps as

follows:

Step 1: 1st May 2012 – 29 June 2012 increase remuneration package by 5.6% to $278,241 including base salary of $217,450 and an additional 1.5% superannuation. Step 2: 1st July 2012 – Reduce overall remuneration package by 1.4% to $274,338, including base salary of $225,065 and reducing vehicle component by an estimated $13,041 (SAT in July 2011).

2. Subject to satisfactory Performance Review in May 2013 and May 2014 and in the absence of any alternative decision, the CEO’s total remuneration package be increased in line with the SAT’s annual determination of percentage increase to the CEO’s salary scales, effective from 1 July 2013 and 1 July 2014, respectively.



MEETING OPENED TO PUBLIC

Moved Cr Butterfield that the meeting be opened to members of the public. Motion Carried (7-0)

As there were no members of the public in attendance the meeting was declared closed at this time.

MEETING DECLARED CLOSED AT 9.25 PM

CITY STRATEGY 54 19 FEBRUARY 2013 COMMITTEE

CITY STRATEGY COMMITTEE

SUMMARY OF “A” ATTACHMENTS 19 FEBRUARY 2013

ATT NO. SUBJECT PAGE

1.1 LIST OF ACCOUNTS PAID - JANUARY 2013

1.1.1 Check Listing Report - January 2013 55

1.2 MONTHLY STATEMENT OF FINANCIAL ACTIVITY - JANUARY 2013

1.2.1 Monthly Financial Report - January 2013 80

1.3 REVIEW OF 2012-13 ANNUAL BUDGET

1.3.1 Review of Budget for the period ended 31 December 2013 101

2.1 JULL STREET MALL ACTIVATION PROJECT

2.1.1 Jull Street improvements concept plan 121

3.3 NEW POLICY - AUTHORITY TO SIGN DOCUMENTS

3.3.1 Management Practice - ADM21 129

4.2 LOCAL GOVERNMENT MANAGERS' AUSTRALIA (LGMA) NATIONAL CONGRESS - HOBART - 19-22 MAY 2013

4.2.1 2013 LGMA National Congress Program 130

4.4 NATIONAL GROWTH AREAS ALLIANCE (NGAA) - NATIONAL FORUM 28 & 29 NOVEMBER 2012 AND CURRENT ADVOCACY ISSUES

4.4.1 NGAA Media Release - Dec 2012 - Jobs and training shortages hit outer growth suburbs 133

4.4.2 NGAA Media Release - Dec 2012 - Outer suburban communities tell their stories 134

4.4.3 NGAA Fact Sheet 135

City Strategy 55 ATTACHMENT 1.1.1COMMITTEE - 19 February 2013